Center for Government and International Studies
Harvard University

Good Morning,

I am honored to stand before you as a candidate for president of our AIA. If elected, I pledge to work with you to make our organization stronger, more effective, more diverse, and supportive of the issues that challenge our profession, our organization, and architects throughout the nation.

I grew up in a small town in Northeastern Pennsylvania. I studied at Penn State and moved to New York, where I began my career in a four-person firm, where I learned the fundamentals of practice from the bottom up. Later, I was fortunate to join Pei Cobb Freed & Partners and ever since, I have been involved with projects large and small across the country and around the world.

From the beginning, it was clear to me that there is much more to being a good architect than simply working for clients. For many years, it has been my great pleasure to be deeply involved in the AIA. From serving on local chapter committees to national Vice President, the people I have met and the programs I have witnessed and participated in, all remind me that our profession is made up of people who care deeply about each other as colleagues, and who want to translate that collective strength into greater public good.

While I have been involved with many exceptional initiatives in the AIA, my greatest pleasure has been serving as chair of the AIA 150 Oversight Committee.

Working with Champions and Component leaders, our Blueprint for America engaged AIA members all across the country. By giving back, we elevated the public’s perception of Architects and the AIA. We have enhanced our standing as partners with those who want more livable and sustainable communities.

But that was 2007. We have turned the page. My question to you is, what story will unfold in the next 150 years?

As we look to the future, I believe there are four key areas where advancements are critical for our continued success:

First - Design Excellence and Sustainability

We must celebrate design excellence and the contributions that AIA architects make in enhancing our built environment. We must raise our collective voice not only for more but for better infrastructure, affordable housing, schools and hospitals. Above all, achieving design excellence and creating beautiful places to live, work, and play should be our constant goal.

We must continue and enhance our focus on Sustainability. Let’s Walk the Walk and design our buildings to achieve carbon neutrality by 2030.

Second - Communications and Mentoring

Communications with members should be more focused on our needs and provide greater value. We must carefully listen, respond, and provide the information that you want, when you want it!

Improved communication also extends to those outside the Institute. We need to increase our efforts in building coalitions, and enhancing with allied organizations.

And, we must continue to build stronger connections with the Academic Community. We must reach out to architectural students, and we must mentor our emerging architects by providing tangible support on their road to licensure. Nothing is more important for the future of our profession than helping tomorrow’s leaders today.

Third - Knowledge and Research.

If you have insight and expertise, AIA has a place for you. Let’s recognize the importance of Knowledge Communities and make their contributions available to everyone.

Designing buildings utilizing integrated project delivery is in everyone’s future. Let’s invest in research and provide all of our members with the knowledge to work in this new type of collaboration.

And Fourth - Diversity and Inclusiveness.

We all know that our demographics tell us that African Americans, Latinos, and others are not adequately represented in our AIA. We must work harder to advance our diversity and to be a more inclusive organization. Now is the time for us to meet the challenge of Whitney Young.

And while the opportunities for women are increasing, we must work harder so you may achieve greater success as firm leaders and firm owners.

As our profession transitions to face the opportunities and challenges of tomorrow, these four areas are crucial to our organization’s success.

Our future is yet to be written. Together, let’s think and act strategically. I am ready to lead. Whatever comes our way, I will not let you down. That is my promise.

I am passionate about our profession, the AIA, and the positive contribution that architects make to society. Together, let’s build a better tomorrow.

I am George Miller, FAIA and I ask for your support.

Thank you.

Broad Center for the Biological Sciences, California Institute of Technology, Pasadena, California

1) Relative to Michigan, our membership has held steady, but certainly hasn’t increased despite some efforts in that regard (at least not like the national upward trend). While part of that circumstance may be due to our lackluster local economy, we have had negative economic times in the past which didn’t engender similar membership trends. Some of our survey information does suggest that we are having trouble reaching out to younger members and to allied professional groups to seek out new Architect members and affiliates. Despite what is an overflowing agenda for any AIA National president, do you believe that the AIA National president can play an effective role in developing an inclusive atmosphere to foster membership development? If so, what do you believe that role to be and how would you work to foster it?

I believe that the national president, along with other National and component leaders, can effectively encourage and attract new members and affiliates to our organization. Attracting younger members is one of the most crucial endeavors of the AIA and is critical to the future of our organization.

To achieve this goal, we should survey successful membership recruiting programs and activities for potential members from across the country and make this information available to all of our components. For example, a program that has attracted young architects to the New York Chapter is an annual competition open to all young architects with the commitment to exhibit all submittals. A recent competition was the design of a new boathouse on the East River which was launched on the internet and attracted entries from across the country and around the world. Young and emerging architects want recognition and to have their work exhibited. An exhibition of emerging architects work in all components across the country during Architecture Week would bring attention to our profession and bring new members. The shows could be either virtual or set up in local community libraries or other public spaces.

Another successful program has been a series of programs for young architects on how to start a firm. This program includes presentations and workshops by prominent and respected architects in our community. This has been a very successful program and the course outline could be made available to components nationwide. A closer connection with the AIAS, and the YAF, among others would also lead to positive results. I also believe that a National/Local scholarship program would also attract people to the AIA.

2) What do you see as the most significant challenges that currently face the profession and/or which will face the profession over the next few years? Do you have any specific plans to address any of the challenges you recognize?

We face many challenges in the future including a potential shortage of people entering our profession, changes in the project delivery methods, off shoring or out sourcing architectural services, and a potential for further reduction in the services that architects are being asked to provide, among others. The marketplace is also looking for better performance at less cost and we must invest in the research that is necessary to respond to these challenges. We must also work to elevate the public’s understanding of our profession and the value that we bring to our communities.

We should give greater attention to the mentorship process, advance integrated project delivery methods, continue our public advocacy programs and advance a research agenda that provides tools for sustainable design and information regarding new building materials and techniques. One way to be successful addressing these future challenges is to work with our knowledge communities and our member’s expertise to share knowledge and information in a more effective way. Additionally, closer collaboration with affiliate organization will help address common challenges.

3) In Michigan, each president set a theme for his or her term. In line with question number 1 above, our current president’s theme is “designing the future” (a play on expanding mentorship and membership among our younger professionals and members and those whom we would like to cultivate as members). Irrespective of whether you would have a formal theme, what specific initiatives or goals would you set for yourself during your presidency?

I believe that there are several initiatives that are important to the profession and the public that we serve. An important goal of mine will be to continue to elevate the voice of architects in our communities and to celebrate the importance of design. I would like to focus on the importance of mentoring our interns and our emerging architects and expanding membership. I will continue to support the Institute’s strategic plan and focus on the issues of sustainability, advancing our diversity, and providing the tools necessary for our members to utilize integrated project delivery methods. To have a stronger voice, we need to have a continuity of message and have great communications with our membership and the public we serve.

The Michigan theme is a significant one which builds on the AIA150 Theme: Celebrating the Past, Designing the Future. Designing the Future can have many meanings including the design of our built environment, the design of our organization, membership outreach, and the ways that architects will practice in the future, etc. It is an interesting theme that has opportunities for all.

4) Sustainability and BIM have been identified as two strategic initiative areas by AIA moving forward. Unlike public awareness and government affairs where the results may be a little more concrete, both of these issues are vast and include hundreds if not thousands of other players who are competing for the same leadership position. Do you really believe AIA can affect the trajectory of those issues as they develop and increasingly impact the profession? If so, how do you see AIA managing its efforts relative to those two issues over the next few years?

While it is true that many organizations are focused on sustainability, the cause for sustainable design in architecture has been embraced by our membership and with each passing day, the public is more engaged with the challenges and opportunities of green design and green products. The AIA’s position embraced in the 2030 challenge of designing our buildings to achieve carbon neutrality is a real and defined goal and we have developed some tools that will help our members achieve this target. One such tool is the 50 to 50 tool kit, 50 ways to achieve a 50% reduction in the carbon generated by the buildings that we design.

We have also designed a sustainability tool kit that has been made available to elected officials. The AIA has developed the Walk the Walk program that is a national program advocating for sustainable design. The sustainability design sub committee that is part of the Strategic Initiatives Task Group that I chair is developing presentations that will be made available for components and members to use in advancing sustainable design. We are also developing case studies that provide measurable results in addressing a reduction in energy use and limiting carbon production.

Turning to BIM, more and more governmental agencies, universities, and those in commercial development are requiring Building Information Modeling as a method of design visualization and better coordination of our design and construction documents. As we move toward more projects being delivered utilizing an integrated project approach, the AIA can help our members by providing the tools necessary to work in this emerging model.

The AIA can affect sustainable design and building information modeling and we have started down that path. We have clear goals for the future of sustainable design within our profession, and BIM will be a tool for assisting in achieving these goals. With the focus and attention of our leadership and members, we will make a difference.

Other than those issues already identified by AIA leadership, are there other emerging issues that you believe will warrant the attention of the Institute? If so, what do you believe those issues are, what if any concerns do you have, and how would you hope to begin to manage them?

Two issues come to mind. First, the AIA should make a significant effort to celebrate our profession and be mindful that we are competing with other professions for the best and brightest students. We must work harder to mentor and teach our talented emerging architects so they will become the leaders of our profession. We must celebrate their achievements and help them become successful. Mentoring should be a national priority.

Second, we should use our collective voice to advance with the public the issues of lasting design quality and the conservation of our resources. Effective land use and density are important for the future as our population expands and development strategies for our communities should be more carefully considered. I believe that through programs such as Communities by Design and the Blueprint for America, we can be effective leaders in achieving more sustainable communities.

George H. Miller
May 10, 2008

National Constitution Center
Philadelphia, Pennsylvania

Good Afternoon,

I am extremely excited to stand before you as a candidate for president of our AIA. I pledge to work with you to make our organization stronger, more effective, more nimble, and supportive of the issues that confront our membership.

I grew up in a small town of 5,000 people in North Eastern Pennsylvania. I studied at Penn State and moved to New York where I began my career in a four person firm. I joined Pei Cobb Freed & Partners and for over thirty years, I have been involved with projects large and small across the country and around the world.  I am passionate about our profession, the AIA, and the positive contribution that we make to society. 

During my term as President of the New York chapter, we opened our Center for Architecture, a place for learning, mentoring and public outreach. We have seen many other centers open or being planned. They are tremendous success stories.

While I have been involved with many initiatives as a Regional Director, my greatest pleasure has been serving as the chair of the AIA 150 Oversight Committee working with Champions and Component leaders. It has truly been an exciting year!

The Blueprint for America engaged AIA members all across the country. Through this initiative, we have aided our communities, successfully raised the profile of the AIA, and enhanced the public’s understanding of the value of design. It is AIA’s incredible gift to our country and a legacy that I hope continues for years to come.

America’s Favorite Architecture raised the debate about design.  Our book, Architecture: Celebrating the Past Designing the Future, will be released in April. And the Shape of America and the Mosaic of Blueprint projects will be launched during Architecture Week. These have been great successes and we have made a difference.
 
But let’s now turn to tomorrow.  What will our future be? What are the opportunities for our organization as we enter our second 150 years?

I believe that we must focus in several important and major areas:

First: Design Excellence and Sustainability

I passionately believe that we must be leaders and facilitators in our communities. We must celebrate design excellence and the contributions that AIA architects make in achieving healthier, safer and more sustainable communities.

I am dedicated to continuing and enhancing our focus on Sustainability. Let’s Walk the Walk and design our buildings so we can achieve carbon neutrality by 2030.

Second: Communications and Mentoring

Our communications with members should be more focused on your needs and provide greater value. We must carefully listen and provide the information that you want and when you want it!

We must support our young and emerging architects, providing tangible support as they pursue licensure.  Let’s support tomorrow’s leaders today.

And we need to enhance our relationships with like minded organizations like the Urban Land Institute and the US Conference of Mayors, among many others.

Third:  Knowledge and Research

Our AIA is a knowledge based organization. While a member of the Knowledge Committee, I came to understand the unique role of the Knowledge Communities. Let’s recognize their importance and make their knowledge available to everyone.

Designing buildings utilizing an integrated project delivery approach will lead to more successful projects. Let’s provide all of our members with the knowledge to work in these new types of collaborations.

And Fourth: Diversity and Inclusiveness

We must work harder to advance our diversity and to be a more inclusive organization. African Americans, Latinos, and others are not adequately represented in our AIA.

While the opportunities for women are increasing, there are only 242 registered African American female architects in the United States. We can do better!

The AIA has accomplished a great deal since those early days in 1857 and I am respectful of the past. But I am dedicated to the opportunities of tomorrow, to elevating our voice and to seeing our organization grow and thrive.

I wholeheartedly love this profession and I am passionate about its future. Together, let’s build on the great successes of the past to achieve a better tomorrow. I am all fired up and ready to go.

I am George Miller and I ask for your support!  Thank you.

Bellevue Hospital Center
Ambulatory Care Facility
New York, Completed 2005

AIA and the Future of the Profession
 
The profession of architecture is ever-changing. As the profession responds to these changes, what specific actions would you recommend the AIA take to assist the profession toward realizing its preferred future?

Our organization must anticipate change and we must think and act strategically to address these changes effectively. What are these foreseeable changes?  Change will occur in all areas of our profession including education and research, technology and construction, energy use and conservation, preservation and adaptive reuse. In short, every area of our practice will undergo transformation of varying degrees.

To remain a successful organization, we must provide the knowledge that is necessary for our AIA architects to maintain their leadership role.  We must continue to invest in our knowledge leaders in both our local components and our knowledge communities.  We must provide financial support for their exploration into advancements in building design, design documentation, and construction methodology.  The AIA must partner more closely with the construction industry, including construction managers, contractors, subcontractors, and suppliers to bring our skills together so we may more effectively achieve more positive results. We must also extend our involvement and make stronger alliances with like minded organizations so we may become a more responsive and more nimble organization.

In the area of education, the fundamental methodology of teaching will remain focused on design and problem solving. More and more universities are teaching using a team approach, reflecting the way firms practice today. With a focus on integrated practice and team work, a new paradigm for education will emerge.  Through our participation in the accreditation process, the AIA can continue to speak out for education that will be of even greater value to young practitioners. The AIA must also welcome those pursuing alternative career paths.

We must continue our focus on sustainable design and energy conservation and continue to design buildings that are carbon neutral.  And we must elevate the voice of architects in our communities and advance the publics understanding of the importance of architecture. We are gaining respect with the public every day and with our advocacy efforts, our political leadership is getting the message that architects can make a difference.

Finally, we must, with great focus and attention, continue to transform our AIA into an organization that welcomes people with different racial, ethnic and sexual orientation so that we more closely reflect the public that we serve. A more diverse AIA will be a more successful AIA!

AIA and the Case for Change

As the organization seeks to become more nimble and responsive to member issues and concerns, what do you feel are the greatest opportunities for the AIA to become a 22nd century organization?

AIA architects are recognized as leaders in our communities, committed to quality design, the improvement of our neighborhoods, and the enhancement of the workplace.  The AIA and our members must be prepared for the changes that are in our future, changes that will alter the way that we communicate, practice, and build.

One only has to consider our practice twenty years ago to recognize how quickly our practice has changed. In 1988, CAD was just beginning to be embraced in our profession.  While email had been in use for some time, it was not the standard for communication that it is today. We were managing without our Blackberry’s and Treo’s. What a difference a few years have made.

Today we are utilizing building information modeling, integrated project delivery, and researching new materials and construction techniques. Now, more than ever, we are working in teams, often with advisors outside of our profession to understand how we can achieve better designs for education and healthcare facilities, to name a few.  We are continuing to design in a sustainable way and finding more efficient ways to build and conserve energy.  We are continuing our focus on adaptive reuse of our existing structures.

To be a more effective organization, we must respond to the needs of our membership by providing the information that is needed when our members need it.  The information must be accurate and reliable and up to date.

We must provide the public that we serve information that will help them expand their knowledge of the power of great design and planning. I believe that architects should find the time and opportunity to participate more fully as citizen architects, serving our communities.  Even Thomas Jefferson found time to serve his community by sitting on his local school board while he served as president.

Key to our success as a more nimble organization will be the opportunity to have direct feedback from our members on important issues.  Another area of opportunity will be closer collaboration with like minded organizations that are as committed to healthier, safer, more livable, and sustainable communities. I believe that establishing a team of people from within and outside of our organization to consider the Strategic Initiatives that keep our organization strong, well prepared and ready to deal with tomorrow’s issues today is critical.

We must invest in our future by assisting and mentoring our future leaders.  We must realize that we are in competition for the young men and women that are considering our profession and we must encourage them to take up the challenge of architecture. 

Mentoring

With the ongoing tightening of project schedules and budgets and the ever increasing use of technology required to produce project documentation, in addition to IDP regulating mentorship to purely a signature, mentorship has been pushed to the back burner for number of years in most firms in this country. How would you reintroduce and sustain the lost art of mentoring back into our profession?

Mentorship should be one of the most important activities in our profession today and firms can take a leadership role in this area. Currently, the full and complete responsibility for the mentorship program falls squarely on the shoulders of our interns and frequently, their mentors do not take an adequately active role. To have an effective mentoring program, we must have training opportunities and guidelines for supervisors and mentors so that there is a better understanding of their roles and responsibilities. Mentors should take greater responsibility in this area and many have asked that continuing education credits be provided for mentors. This request should be considered. 

I have served as co chair of the Intern Development Program Advisory Committee (IDPAC) for the last two years and we have made several recommendations to assist those in the IDP process including the timing of the ARE to allow portions of the exam to be taken upon graduation from an accredited school of architecture. This change is going into effect in many states now and will be going into effect in the near future in other states.

We must celebrate and encourage those firms that are intern friendly and their programs and knowledge should be made available to other firms so they can establish exceptional environments for the IDP process. And finally, we should establish criteria for our firm recognition awards that include appropriate consideration of mentoring programs.

We must invest greater time and resources into assisting our interns. We must have a greater commitment to establishing more successful mentoring programs.   The future of the AIA depends upon it!
 
Membership

It is widely believed that in order to remain relevant in an evolving society, the profession, and the AIA must become more "inclusive" and “accessible” on several fronts: inclusive in terms of ethnicity, gender, related professionals and organizations; and accessible in terms of targeted services in response to specialized needs. What are your thoughts regarding this issue, membership categories, response to our allied professions such as CACE, and other specific actions the AIA might employ to advance the profession through membership in the AIA?

Currently, the membership of the AIA does not properly reflect the society that we serve and steps must be taken to achieve the change that is so necessary in this area. One of the AIA’s strategic initiatives is to enhance the diversity of our organization. The AIA recently sponsored the Diversity Plenary MultiFORMity 08 Architects Embracing Diversity, which I was honored to chair. The Plenary brought together students, educators, practitioners, and AIA and business leaders to establish a specific plan to achieve greater diversity.  The Plenary has yielded several important strategies for achieving greater diversity and representation and we must work to implement them. For example, outreach into community colleges as feeders for architectural programs should be encouraged.

I am in favor of a national campaign to enhance the diversity, inclusiveness, and representation of our organization and we must ask all of our components to make a concentrated effort to achieve significant and measureable results. We should reach out to our firm leaders to reinforce the need for greater diversity.

Turning to accessibility, there are many pilot tests underway to consider other categories of membership.  Many components like the BSA open their events to the public, with the goal of encouraging a better understanding of our profession. Others have local membership categories that encourage the general public to participate in local events that celebrate and inform on the benefits of design. The AIA should be welcoming to all who are interested in our profession and I am in favor of a more inclusive and accessible organization.

Associate Members
 
In terms of the future of the profession how would you address the ever-increasing influx of associate members into the institute? Considering that not all associate members are on a traditional track of pursuing licensure, yet are fully integrated into project teams in many member firms, should not the needs of these individuals be considered within a governance and member benefit context?

Associate members are the fasting growing category of AIA membership and we must respond to their needs and encourage their meaningful participation in our organization. In the last five years, our associate membership has grown by nearly 17%. As of today, Associates make up nearly 20% of our membership. Their voice is critically important to enable our organization to grow in a way that is appropriate for the future.

We must develop programs of interest to associates and particularly those who are not on traditional track of licensure.  While we should encourage our associates to become licensed architects, we must acknowledge the contributions that associates make who are not intending to become licensed. Our profession relies on the skills of our associate members to achieve exceptional designs and their contributions are invaluable to the success of any office.  Many of our associates have unparalleled skills in three dimensional representation. Others have specific knowledge about detailing and the construction process gained over years of experience. We should increase the voice of associates on our local components boards as well as considering a greater voice for associates at the national level. We must listen carefully to our associate members and make them feel welcome and a vital part of our organization.

George H. Miller
April 25, 2008

George H. Miller, FAIA
Chair, AIA 150 Oversight Task Group

International Monetary Fund Headquarters 2, Washington, D.C.
 

Good afternoon ladies and gentlemen, and welcome to the AIA’s Diversity Plenary –
MultiFORMity 08: architects embracing diversity. On behalf of AIA’s over 83,000 members, thank you for your commitment to assisting the AIA in establishing a successful course of action to achieve greater diversity and inclusiveness in our organization.

We have invited to this Plenary many of our Nation’s thought leaders on the challenges and opportunities for diversity. Many in this room have spent their entire professional careers addressing how we can better address these issues and we are so appreciative of your participation. We have the highest of aspirations for the results of our hard work together. And be assured, this will be work.

In addition to inviting those from within our profession, we have also invited business leaders and educators to help us describe a plan of action to achieve greater diversity. We want to learn from you and benefit from your successes. 

As we began planning for this plenary last fall we recognized that the time for action is now and that a new type of conference, one that yielded a specific plan of action, was the only way that we can make a difference. We know that we will not be successful overnight, but with a sound and considered plan we will make the progress that each of us yearns for so deeply in our hearts.

Forty years ago, at the national convention of the American Institute of Architects, the civil rights leader Whitney Young said in his keynote address to the AIA  “…you are not a profession that has distinguished itself by your social and civic contributions to the cause of civil rights.  You are most distinguished by your thunderous silence and your complete irrelevance…”.  He continued, “We are going to have to have people as committed to doing the right thing, to inclusiveness, as we have in the past to exclusiveness”. 

The AIA has worked to address this challenge in a variety of ways through seminars and discussion groups, scholarships and other good intentions. We have adopted Public Policies and Position Statements and Mission Statements all in support of greater inclusiveness and diversity. Yet, for the most part, all of our efforts have yielded results that have fallen far short of their established goals and intentions. Our desires have not been met. We embrace diversity in theory yet our covert actions are feeble. We have not yet responded to the challenge that was made so eloquently and forcefully by Whitney Young.

Our AIA is led by EVP and CEO Chris McEntee and three of our Vice Presidents are women including Elizabeth Stewart Vice president with responsibility for AIA’s Strategic Initiatives among others. And our Managing Director responsible for Diversity and Inclusiveness and this plenary is Karen Davis.

Yet this progress has not yet yielded measureable results in the diversity of leadership in today’s Architectural firms. And in the United States, we have a grand total of 242 registered female African American Architects – less than five per state.  There is much work to be done.

When we look at our AIA today, it does not reflect the diversity of the community we serve. African Americans make up 13% of our country’s population. However, African Americans are only 1.15% of our membership.  Comparisons are equally low for Hispanics and Asians. 

As we look to the future, by the year 2050, our nation’s population is projected to reach 450 million persons and today’s minority population will be the majority. The time for change is now.  It is overdue. Greater diversity of our organization will lead to an architecture that responds to the needs of all, not just some.

You all are aware of these specifics. Each of you gathered here this week has the interest, experience, and commitment to help us make a difference. The time for talk and discussion is at an end and the time for action is now. Together we must consider and draft a multiyear action plan that will yield results; measureable, meaningful results to change the face of the AIA.  Our future depends upon it.

I would like to thank the members of the Diversity and Inclusiveness Discussion Group for their work in planning this plenary:  Lauren Bostic, Stacy Bourne, Fred Butters, John Maudlin-Geronimo, Joelle Mirco, John Padilla, Bill Stanley, and Heather Vance. I would also like to thank Elizabeth Stewart, Karen Davis and Yvette Morris for their work in establishing this plenary. And finally I would like to thank the Roosevelt Thomas Consulting Group for their assistance in planning this Plenary.  We are pleased that Dr. Thomas has made time in his schedule to work with us and we will hear from him shortly.

There is one person, a dedicated leader, who has the vision of a truly diverse AIA, one who is dedicated to make our dream a reality, one who has lived the challenge of diversity all of his life. He has shown that it is possible to make a difference. Now, I would like to present the 2008 President of the American Institute of Architects, Marshall Purnell.

John Joseph Moakley United States Courthouse and Harborpark
Boston, Massachusetts

1. What will be the most significant challenge facing architecture and society in 2020? What is the relevance of architecture in this future?

Larger firms designing complex building types such as hospitals, performance venues, research facilities and other such building types, are likely to have specialists on staff that are not trained as architects but are specialists in their fields. It will not be uncommon for scientists, researchers, health care professionals and other specialists to be working along side architects to achieve successful and exciting new answers to complex design challenges.

Many of the skills that will be required in 2020 are much as they are today – strong leadership and problem solving skills, communication skills, and the knowledge of the building process and the systems that are included in them. All architects will be utilizing three dimensional computer modeling and integrated project delivery approaches.

3. Why are students uniquely positioned to address these issues?

United States Courthouse
Hammond, Indiana
 

ABN AMRO Bank Head Office, Amsterdam

Speech given at Grassroots February 4, 2006 supporting George H. Miller’s candidacy for Vice President of the American Institute of Architects

Good morning friends and colleagues,

I am George Miller FAIA.

Thank You.